Inhoudstafel
Inhoudstafel .............................................................................................................. 1
Book summary .......................................................................................................... 3
Chronological Evolution of Organizational Sociology .................................................... 3
Meta-Theoretical Transitions (Patterns to Remember) .................................................. 5
Comparison Table: Classical vs. Critical vs. Postmodern Approaches ........................... 6
Module 1 ...................................................................................................................... 6
Luhman .................................................................................................................... 6
Durkheim ................................................................................................................ 13
Mintzberg (a little) .................................................................................................... 15
Link: Durkheim & Parsons ........................................................................................ 16
Berger’s Social Construction of Reality ...................................................................... 18
Core Idea ............................................................................................................. 18
Application in Organizations .................................................................................. 18
Why It Matters for Management ............................................................................. 19
Bolman and Deal’s Four Frames Explained ................................................................ 19
Culture Change through the Four Frames .................................................................. 21
Module 2 .................................................................................................................... 22
The Elements of Organisations – Decisions & Structures ............................................ 24
DECISIONS IN ORGANISATIONS............................................................................ 24
STRUCTURES OF ORGANISATIONS = DECISION PREMISES ........................................ 24
Example Scenario: ................................................................................................ 26
How to Change Organizational Culture...................................................................... 27
Kotter's 8-Step Change Model (with Examples) ....................................................... 28
Core Theories .......................................................................................................... 29
Why “Culture Eats Strategy for Breakfast” .............................................................. 30
Module 3 .................................................................................................................... 30
Postmodern Crisis of Meaning (Mills, Foucault, Baudrillard, Lyotard, Derrida) .......... 30
From Production to Experience Economy (Tomorrowland, Symbolic Consumption) .. 31
, New Forms of Social Control (Tech, Big Data, Platforms) ......................................... 31
Cultural Reproduction vs. Change (Durkheim, Bourdieu, Hofstede) ......................... 31
Organizational Culture and Identity ........................................................................ 31
Rituals and Values in Organizations ....................................................................... 32
Competing Values Framework (CVF) – Culture Typology Cheat Sheet ....................... 32
Organizational Culture and Identity ........................................................................ 32
Module 4 .................................................................................................................... 33
KEY THEORIES & CONCEPTS ................................................................................. 33
FOUCAULT ON POWER...................................................................................... 33
POWER MODELS ............................................................................................... 34
ORGANIZATIONS AS COALITIONS ......................................................................... 34
Power Persistence (Michels) .............................................................................. 34
GOAL DISPLACEMENT & SINGULARITY .................................................................. 34
POWER SOURCES (with examples) ........................................................................ 34
CONFLICT & POWER ............................................................................................ 35
JOHNSON & SCHOLES: THE CULTURAL WEB ......................................................... 35
CONFLICT MANAGEMENT STYLES (Fig. 10A) .......................................................... 36
STRATEGIC CHANGE & POWER ............................................................................. 36
Resistance Management.................................................................................... 36
ORGANIZATIONAL CULTURE & IDENTITY................................................................ 37
LEWIN'S FREEZE-CHANGE-REFREEZE MODEL ....................................................... 37
CRITIQUE OF TRADITIONAL MODELS (e.g., ADKAR)................................................. 37
MANAGERIAL ROLE IN POWER & CHANGE ............................................................. 37
Module 5 .................................................................................................................... 38
Organizational Levels (Mintzberg) .......................................................................... 38
Performance & Planning ........................................................................................ 38
Performance Formula ........................................................................................... 38
Motivation Theories .............................................................................................. 38
HR Tools to Boost Motivation ................................................................................. 39
, Hiring & Retention (Bolman & Deal) ........................................................................ 39
Communication = Culture ..................................................................................... 39
Prsonality in HR .................................................................................................... 39
MBTI (Myers-Briggs) ........................................................................................... 39
Big Five (McCrae & Costa) .................................................................................. 40
Book summary
Chronological Evolution of Organizational Sociology
Time Major Thinkers / Key Ideas & Criticisms / Reactions
Period Schools Developments
Mid- Karl Marx - Bureaucracy as tool of - Bureaucracy parasitic and
1800s class domination alienating
- State formalism masks - Later Marxists debate post-
elite control revolution state (Lenin,
- Calls for transformation Luxemburg, Trotsky)
after proletarian
revolution
Early Max Weber - Bureaucracy as rational- - Warned about “iron cage”
1900s legal authority of rationality; It describes
- Organizations as social the way individuals can
relationships guided by become trapped in systems
authority based on efficiency and
- Concern with calculation, losing individual
domination and autonomy and creativity.
legitimacy
1915 Robert Michels - "Iron Law of Oligarchy": - Undermines democratic
all organizations become ideal
oligarchic - Elite rule entrenched
- Power self-reinforcing regardless of ideology
1910s– Scientific - Rational optimization of - Treats workers as
1920s Management labor via time-motion machines
(Taylor) studies - Ignores social and
- “One best way” emotional factors
approach to efficiency
1927– Human - Hawthorne Studies: - Focus still managerial
1932 Relations School informal groups and - Overlooks conflict, power,
(Mayo) worker satisfaction unions
, matter - Focus on informal group
- Importance of dynamics, motivation,
motivation, social context morale
1930s– Industrial - Addressed - Still managerial and
40s Psychologists psychological and social functionalist in focus
factors in work - Human needs, boredom,
- Merged human needs job satisfaction
with efficiency goals
1938– Barnard, Simon, - Organizations as
60s Selznick cooperative systems - Challenged idealized
- Introduced bounded rationality
rationality (Simon); - Exposed contradictions
decision-makers do not within bureaucracies - -
always make optimal Organizations are unstable,
choices due to cognitive fragmented, shaped by
limitations and negotiation
environmental
constraints. Instead of
maximizing utility,
individuals often settle for
"good enough" solutions,
a process Simon termed
"satisficing".
- Goal displacement,
dysfunctions (Selznick)
1950s Tavistock - Balanced focus on tech - Improved on closed, rigid
Institute, Socio- + human systems views
Technical - Emergence of open - But still embedded in
Systems systems theory rationalist frameworks
1956 Parsons - General Theory of - Criticized for over-
Organizations integrating / abstractness
- Distinction between
technical, managerial,
institutional subsystems
- Organizations
embedded in broader
social system
1960s Convergence of - Shared focus on - Critical theories sidelined
Sociology & rationalization, systems, in favor of applied research
Management function for corporations
- Rise of Administrative
Science Quarterly
Inhoudstafel .............................................................................................................. 1
Book summary .......................................................................................................... 3
Chronological Evolution of Organizational Sociology .................................................... 3
Meta-Theoretical Transitions (Patterns to Remember) .................................................. 5
Comparison Table: Classical vs. Critical vs. Postmodern Approaches ........................... 6
Module 1 ...................................................................................................................... 6
Luhman .................................................................................................................... 6
Durkheim ................................................................................................................ 13
Mintzberg (a little) .................................................................................................... 15
Link: Durkheim & Parsons ........................................................................................ 16
Berger’s Social Construction of Reality ...................................................................... 18
Core Idea ............................................................................................................. 18
Application in Organizations .................................................................................. 18
Why It Matters for Management ............................................................................. 19
Bolman and Deal’s Four Frames Explained ................................................................ 19
Culture Change through the Four Frames .................................................................. 21
Module 2 .................................................................................................................... 22
The Elements of Organisations – Decisions & Structures ............................................ 24
DECISIONS IN ORGANISATIONS............................................................................ 24
STRUCTURES OF ORGANISATIONS = DECISION PREMISES ........................................ 24
Example Scenario: ................................................................................................ 26
How to Change Organizational Culture...................................................................... 27
Kotter's 8-Step Change Model (with Examples) ....................................................... 28
Core Theories .......................................................................................................... 29
Why “Culture Eats Strategy for Breakfast” .............................................................. 30
Module 3 .................................................................................................................... 30
Postmodern Crisis of Meaning (Mills, Foucault, Baudrillard, Lyotard, Derrida) .......... 30
From Production to Experience Economy (Tomorrowland, Symbolic Consumption) .. 31
, New Forms of Social Control (Tech, Big Data, Platforms) ......................................... 31
Cultural Reproduction vs. Change (Durkheim, Bourdieu, Hofstede) ......................... 31
Organizational Culture and Identity ........................................................................ 31
Rituals and Values in Organizations ....................................................................... 32
Competing Values Framework (CVF) – Culture Typology Cheat Sheet ....................... 32
Organizational Culture and Identity ........................................................................ 32
Module 4 .................................................................................................................... 33
KEY THEORIES & CONCEPTS ................................................................................. 33
FOUCAULT ON POWER...................................................................................... 33
POWER MODELS ............................................................................................... 34
ORGANIZATIONS AS COALITIONS ......................................................................... 34
Power Persistence (Michels) .............................................................................. 34
GOAL DISPLACEMENT & SINGULARITY .................................................................. 34
POWER SOURCES (with examples) ........................................................................ 34
CONFLICT & POWER ............................................................................................ 35
JOHNSON & SCHOLES: THE CULTURAL WEB ......................................................... 35
CONFLICT MANAGEMENT STYLES (Fig. 10A) .......................................................... 36
STRATEGIC CHANGE & POWER ............................................................................. 36
Resistance Management.................................................................................... 36
ORGANIZATIONAL CULTURE & IDENTITY................................................................ 37
LEWIN'S FREEZE-CHANGE-REFREEZE MODEL ....................................................... 37
CRITIQUE OF TRADITIONAL MODELS (e.g., ADKAR)................................................. 37
MANAGERIAL ROLE IN POWER & CHANGE ............................................................. 37
Module 5 .................................................................................................................... 38
Organizational Levels (Mintzberg) .......................................................................... 38
Performance & Planning ........................................................................................ 38
Performance Formula ........................................................................................... 38
Motivation Theories .............................................................................................. 38
HR Tools to Boost Motivation ................................................................................. 39
, Hiring & Retention (Bolman & Deal) ........................................................................ 39
Communication = Culture ..................................................................................... 39
Prsonality in HR .................................................................................................... 39
MBTI (Myers-Briggs) ........................................................................................... 39
Big Five (McCrae & Costa) .................................................................................. 40
Book summary
Chronological Evolution of Organizational Sociology
Time Major Thinkers / Key Ideas & Criticisms / Reactions
Period Schools Developments
Mid- Karl Marx - Bureaucracy as tool of - Bureaucracy parasitic and
1800s class domination alienating
- State formalism masks - Later Marxists debate post-
elite control revolution state (Lenin,
- Calls for transformation Luxemburg, Trotsky)
after proletarian
revolution
Early Max Weber - Bureaucracy as rational- - Warned about “iron cage”
1900s legal authority of rationality; It describes
- Organizations as social the way individuals can
relationships guided by become trapped in systems
authority based on efficiency and
- Concern with calculation, losing individual
domination and autonomy and creativity.
legitimacy
1915 Robert Michels - "Iron Law of Oligarchy": - Undermines democratic
all organizations become ideal
oligarchic - Elite rule entrenched
- Power self-reinforcing regardless of ideology
1910s– Scientific - Rational optimization of - Treats workers as
1920s Management labor via time-motion machines
(Taylor) studies - Ignores social and
- “One best way” emotional factors
approach to efficiency
1927– Human - Hawthorne Studies: - Focus still managerial
1932 Relations School informal groups and - Overlooks conflict, power,
(Mayo) worker satisfaction unions
, matter - Focus on informal group
- Importance of dynamics, motivation,
motivation, social context morale
1930s– Industrial - Addressed - Still managerial and
40s Psychologists psychological and social functionalist in focus
factors in work - Human needs, boredom,
- Merged human needs job satisfaction
with efficiency goals
1938– Barnard, Simon, - Organizations as
60s Selznick cooperative systems - Challenged idealized
- Introduced bounded rationality
rationality (Simon); - Exposed contradictions
decision-makers do not within bureaucracies - -
always make optimal Organizations are unstable,
choices due to cognitive fragmented, shaped by
limitations and negotiation
environmental
constraints. Instead of
maximizing utility,
individuals often settle for
"good enough" solutions,
a process Simon termed
"satisficing".
- Goal displacement,
dysfunctions (Selznick)
1950s Tavistock - Balanced focus on tech - Improved on closed, rigid
Institute, Socio- + human systems views
Technical - Emergence of open - But still embedded in
Systems systems theory rationalist frameworks
1956 Parsons - General Theory of - Criticized for over-
Organizations integrating / abstractness
- Distinction between
technical, managerial,
institutional subsystems
- Organizations
embedded in broader
social system
1960s Convergence of - Shared focus on - Critical theories sidelined
Sociology & rationalization, systems, in favor of applied research
Management function for corporations
- Rise of Administrative
Science Quarterly
